I presented these slides during a discussion with the Community Roundtable. #socbiz

1. THINKING STRATEGIC ABOUT SOCIAL
BUSINESS PLANNING
PRESENTED BY MICHAEL BRITO, SVP SOCIAL BUSINESS
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2. THE BRIGHT & SHINY OBJECT OF SOCIAL
MEDIA HAS CAUSED ORG CHAOS
Companies are struggling to operationalize social media internally
EMPLOYEES EXPANDING
Inappropriate use of social media Social media programs globally
INTERNAL NON-EXISTENT
Confusion of roles & responsibilities Governance models & Policies
INCONSISTENT DISJOINTED
Social media measurement practices Content marketing strategies
OUTDATED TECHNOLOGY
Crisis communications models Selection and adoption within the org
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3. THE DEFINITION OF SOCIAL BUSINESS
PLANNING
Social business planning can help solve a variety of organizational problems.
“ Social business planning is the blueprint for the transformation of an
organization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a
”
more connected way of doing business and shared value for all stakeholders.
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4. SOCIAL BUSINESS DELIVERS BUSINESS VALUE
INTERNALLY AND EXTERNALLY
Value is created by stakeholder engagement, process improvement, and product innovation.
STAKEHOLDER VALUE
COLLABORATION COMMUNITY ENGAGEMENT
3 KNOWLEDGE SHARING 2 CUSTOMER/SALES SUPPORT
SOCIAL ENABLEMENT
OPERATIONAL CUSTOMER SATISFACTION
SOCIAL BRAND
EXCELLENCE
INTERNAL THE SOCIAL BUSINESS EXTERNAL
(employees) (customers, partners, media)
PROCESS IMPROVEMENT SALES/REVENUE
4 PRODUCT INNOVATION 1 CUSTOMER ADVOCACY
EMPLOYEE ADVOCACY PRODUCT FEEDBACK
BUSINESS VALUE
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5. THE THREE CHARACTERISTICS THAT
ENCOMPASS A SOCIAL BUSINESS
People, Process and Platforms are the foundation of social business planning and initiatives.
PLATFORMS
Online Monitoring
Analytics Platform
Internal Collaboration
Community Platform Selection
Social CRM
PROCESS
Social Media Policies
Technology Integration
Customer Support & Sales Workflows
Measurement Framework & Rollout
Global & Enterprise Expansion
PEOPLE
Behavior Change
Cross Silo Collaboration
Executive Support & Participation
Organizational Models
Employee & Partner Participation
THE PATH TO SOCIAL BUSINESS REQUIRES A CULTURAL TRANSFORMATION
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6. INTERNAL AND EXTERNAL ALIGNMENT IS
CRTICAL FOR SUCCESS
Collaboration, communication and process development are critical to ensure measureable outcomes.
Programs
Community Management
Marketing
Customer Service
Communications
Events
Campaigns
Advocacy
Crisis
SOCIAL BRAND SOCIAL ENTERPRISE
SOCIAL BUSINESS
(External) (Internal)
Training
Process
Collaboration
Organization Models
Research & Development
Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure
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7. SOCIAL BUSINESS AFFECTS MORE THAN JUST
THE WAY BRAND COMMUNICATES
Social business spans across the entire organization from HR to Marketing and everything in between.
Deeper levels of engagement with the social customer through
COMMUNICATIONS consistent and relevant content; ability to scale operations
globally.
CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently.
Increased collaboration between sales professionals in the
SALES industry; robust social CRM platform and analytics
PRODUCT DEVELOPMENT Product and process innovation using the collective intellect of
the community
HUMAN RESOURCES Staffing & recruiting, employee engagement and empowerment
Bring products to market faster through increased collaboration
SUPPLY CHAIN with partners in the supply chain
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8. THE PATH TO BUILDING A
TRULY COLLABORATIVE
SOCIAL BUSINESS
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9. STEP 1: “KNOWING” AND IDENTIFYING THE
CHALLENGES IS HALF THE BATTLE
Overcoming denial and pushback to change is the other half.
and knowing is half the battle ….
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10. STEP 2: INTERNAL AND EXTERNAL
STAKEHOLDER CONVERSATION AUDITS
Audits provide valuable insights, identify collaboration gaps, broken workflows and stakeholder sentiment.
General Sentiment Overall Distribution of Conversation
Neg
11%
Media
35%
Neutral
32% Positive Twitter and
57% Blogs
65%
Internal External
• Conversation and sentiment analysis • Conversation and sentiment analysis
• Surveys, polls and stakeholder interviews • Content and communication planning
• Data mining from internal communities • Intelligence gathering
• Intelligence gathering • Influencer and advocate identification
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11. STEP 3: ESTABLISH A SOCIAL BUSINESS CENTER
OF EXCELLENCE
The Center of Excellence will drive governance, collaboration, training and process across the organization.
EVALUATE ESTABLISH OPERATIONALIZE
THE SOCIAL LANDSCAPE A CENTRALIZED TEAM THE SOCIAL BUSINESS CENTER OF EXCELLENCE
LISTEN PLAN ENGAGE
• Conversation and • Identify the right teams,
sentiment analysis stakeholders and • Identify social listening and • Create plan for employee • Launch programs, events
employees social CRM software training and campaigns
• Surveys, polls and
stakeholder interviews • Establish a social media • Process and collaboration • Manage internal
• Establish roles & collaboration and
listening center design
responsibilities communication projects
• Data mining from internal
• Determine internal & • Crisis coms and customers
communities
• Achieve buy-in from senior external topics support escalation tree • Expand teams and channels
• Intelligence gathering leadership globally
• Establish a measurement
framework
Examples of Organizational Structures
Decentralized Centralized Hub and Spoke Multiple Holistic
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Organization structure models from Altimeter Group

12. STEP 4: TAKING A LONG TERM VIEW OF
SOCIAL BUSINESS PLANNING
Establish short term wins; learn, iterate and build on what is working.
CRAWL WALK RUN FLY
POLICY, PROCESS PROPERTY ECOSYSTEM SOCIAL INNOVATION
+ PROCEDURE MANAGEMENT ENGAGEMENT + INTEGRATION
• Steering committee identified • Social enterprise architecture • Partners coordinated and • Systems integrated on
• Governance models in place constructed connected to internal lead back end
• Internal network deployed • Rules of engagement • Social CMS tools and internal • Employees, partners and
circulated staffing formalized customers connected
• Listening tools and process in
place • Early adopter training • Regional additions to steering • Culture of organization
initiated committee more adaptable
• KPI/measurement framework
established • Monitoring/analytics inform • Training rolled out across • People, processes and
policy, process and content organization platform maturity well-
• Policy established
• Community management established
• Center of excellence
identified plan activated
AD HOC SOCIAL MEDIA TACTICS THE BUSINESS ITSELF IS SOCIAL
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13. Michael Brito
SVP, Social Business
Edelman Digital
Michael.Brito@edelman.com
415-871-5165
@Britopian
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